© 2008 – Psychology Press
This volume, in honor of Ben Schneider, highlights his work on the Attraction-Selection-Attrition (ASA) model of organizational behavior which has become one of the most important models in the history of Personnel Psychology. The central tenet of the ASA model is that people matter. Although organizational structure processes, and climate and culture are important, they are fundamentally a reflection of the unique collection of people who populate an organization.
This edited volume of original scholarly contributions will add insight to the many implications of Schneider’s thinking on the ASA model and organizational climate.
"Ben Schneider's work places him among a handful of the most influential scholars in organizational behavior and applied psychology. From almost single-handedly launching a research stream (person-organization fit) that continues to be active today, from reconceptualizing the person "versus" situation debate in a new and constructive way, and from his prescient anticipation of multilevel models that figure so prominently in contemporary organizational behavior research, virtually every area of organizational psychology bears Schneider's mark. It is only fitting that a book by Schneider's students and colleagues would commemorate his work, and further develop some of their own important contributions that were influenced by Schneider.I highly recommend this book to anyone in organizational behavior or industrial-organizational psychology. I plan on making use of my copy for some time to come." - Timothy A. Judge, University of Florida, USA
"Ben Schneider's ASA theory of organizational dynamics is an insightful and deceptively profound alternative to the structural models of organizations provided by sociology and economics. Even better, the data show that it's true." - Robert Hogan, Hogan Assessments
A. Brief, J.P. Walsh, Series Preface. Preface. Acknowledgements. D. Smith, Introduction: The Person and the Situation. M.W. Dickson, C.J. Resick, H. Goldstein, Seeking Explanations in People Not in the Results of Their Behavior: Twenty-plus Years of the Attraction-Selection-Attrition Model. S.E. Jackson, Y. Chung, The People Make the Place Complicated. J.A. Chatman, E.M. Wong, C. Joyce, When Do People Make the Place? Considering the Interactionist Foundations of the Attraction-Selection-Attrition Model. R.E. Ployhart, N. Schmitt, The Attraction-Selection-Attrition Model and Staffing: Some Multilevel Implications. D.A. Newman, P.J. Hanges, L. Duan, A. Ramesh, A Network Model of Organizational Climate: Friendship Clusters, Subgroup Agreement, and Climate Schemas. J.R. Rentsch, E.E. Small, P.J. Hanges, Cognitions in Organizations and Teams: What is the Meaning of Cognitive Similarity? D. Bowen, Linking Various Perspectives on Service. J.C. Bradley, A.P. Brief, K. Smith-Crowe, The Good Corporation. L.H. Nishii, P.M. Wright, Variability Within Organizations: Implications for Strategic Human Resource Management. J.P. Wanous, A.E. Reichers, Colleges of Business that Moved to New Buildings: The Places Changed, but the People did not. What Happened? B.Schneider, The People Still Make the Place.